General presentation Profile of LOGI-SOLVE is an international, - - PowerPoint PPT Presentation

General presentation

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Profile of LOGI-SOLVE is an international, independent company providing a comprehensive range of professional consulting services and transition support focused on business improvements related to supply chains and logistics across all industries.

Production Warehouse Customers Source SUPPLY CHAIN

Transport Transport Transport

DISTRIBUTION NETWORK

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 FMCG  Spare parts & tools  Home improvement  Building materials  Pharmaceuticals Main branch experience

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Production Automation Supply chain management Warehousing Tendering

Enhancing your supply chain(s) by support in:

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Production Automation

Supply chain management

Warehousing Tendering

Enhancing your supply chain(s) by support in:

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 Supply chain audit  Supply chain stock-level management  Determining the optimal supply chain per:

 article(-group)  customer(-group)

 Production allocation  Distribution network study  Stock allocation in the supply chain  Profitability analysis per:

 article(-group)  customer(-group)

 Sourcing study  Allocation of value-added services

LOGI-SOLVE supports companies with:

Supply chain management

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Examples of realized projects

LOGI-SOLVE values the business granted by its customers. Disclosing of information about projects, therefore, will

• nly be done on request and after a written approval from
• ur customers.

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Production

Automation Supply chain management Warehousing Tendering

Enhancing your supply chain(s) by support in:

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 Production facility audit  Reduction of waste and scraps (Lean Manufacturing)  Plot-plan design of production sites  (Re)design of production facilities  Production planning and scheduling  Determining CODP (Customer Order Decoupling Point)  Stock-levels before, during and after production  Optimization of:

 Flows to, from and in production  Stoppage times  Production-run lengths  Product-allocation per production-line

 Trainings/workshops

LOGI-SOLVE supports companies with:

Production

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Examples of realized projects

LOGI-SOLVE values the business granted by its customers. Disclosing of information about projects, therefore, will

• nly be done on request and after a written approval from
• ur customers.

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Warehousing

Production Automation Supply chain management Tendering

Enhancing your supply chain(s) by support in:

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 Warehouse facility audit  High-level warehousing solutions comparison  Plot-plan design of warehousing sites  Detailed design of warehousing facilities  Redesign of existing warehousing facilities  Stock-level management and forecasting  Optimization of:

 Processes in warehouses  Flows to, from and in warehouses  Stock quality in warehouses (Cycle Count Pro)  Storage methods per article(-group)

 Describing processes and procedures  Trainings/workshops

LOGI-SOLVE supports companies with:

Warehousing

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Examples of realized projects

LOGI-SOLVE values the business granted by its customers. Disclosing of information about projects, therefore, will

• nly be done on request and after a written approval from
• ur customers.

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Automation

Production Supply chain management Tendering Warehousing

Enhancing your supply chain(s) by support in:

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 Implementation of Slim4  Functional descriptions of processes  Determining IT-solutions for:

 Production (MRP)  Warehouse Management (WMS)  Transport Management (TMS)

 Tailor-made models for supporting processes  Determining types of warehouse automation:

 Storage solutions  Sorting solutions  Order-picking solutions  Material handling solutions  IT-equipment

LOGI-SOLVE supports companies with:

Automation

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Examples of realized projects

LOGI-SOLVE values the business granted by its customers. Disclosing of information about projects, therefore, will

• nly be done on request and after a written approval from
• ur customers.

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Production Automation Supply chain management Warehousing

Enhancing your supply chain(s) support in:

Tendering

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 Tendering of equipment:

 Storage equipment  Order-picking equipment  Material handling equipment  IT-equipment

 Tendering of IT-solutions:

 Material Resource Planning (MRP)  Warehouse Management System (WMS)  Transport Management System (TMS)

 Tendering of buildings (warehouse/production)  Tendering of automation:

 Storage solutions  Sorting solutions  Order-picking solutions  Material handling solutions

 Tendering of services:

 Outsourcing of transportation  Outsourcing of warehousing activities

LOGI-SOLVE supports companies with:

Tendering

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Examples of realized projects

LOGI-SOLVE values the business granted by its customers. Disclosing of information about projects, therefore, will

• nly be done on request and after a written approval from
• ur customers.

Robert Glozak glozak@logi-solve.com Mob: +48 – 604 970 012 Rob Hasert hasert@logi-solve.com Mob: +48 – 698 097 664 Office:

Marszałkowska 45-49 lok.39 00 – 648 Warszawa +48 – 22 844 2470 Tel +31 – 84 711 4004 Fax

www.logi-solve.com

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LOGI-SOLVE, in the following pages, will give “hands and feet” to the terms used in the general presentation LOGI-SOLVE believes that the challenges of a company should be faced with a tailor-made approach and a tailor-made solution which addresses:  the specific (nature of the) challenges of a company  the specifics of the industry and market  the investment possibilities of a company  the company culture

Back-up slides:

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 Calculations

Calculations are made to support a company in taking decisions and/or to face a challenge

 Simulations

Simulations are made to estimate the impact of (future) changes on the current situation (by using software)

 Modeling

Modeling is meant to help companies take (recurring) decisions when there are a number of variables that may change in the (near) future

Definitions

Production Warehouse Customers Source SUPPLY CHAIN

Transport Transport Transport

DISTRIBUTION NETWORK

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 Supply chain audit

An audit of the different parts of the supply chain belonging to the company. Depending on the wishes of the company the following can be added:  (selected) customers of the company  suppliers who supply the company  service-providers used by the company (3PL’s, VAL-providers, transportation companies, etc.) The audit focusses at the connections between the different parts of the supply chain:  flows of goods between the different parts of the supply chain:  Deliveries  Returns  Complaints  flows of information and data between the different parts of the supply chain The object is to increase the efficiency and/or lower the costs of the total supply chain by improving the connection between the different parts of the supply chain

 Supply chain stock-level management

The service-level targets of each article are determined together with company management. This can be done based on (a combination of) the following:  rotation of the article (through an ABC-analysis)  purchasing groups the article is a part of  the supplier of the article  the article (sub-)group the article is in The ordering-parameters of suppliers and/or production are analyzed and, if necessary, updated. Also the delivery-quality is determined of the articles supplied by each supplier to be able to take this into account. With the use of the stock-management and forecasting tool Slim4 the requirements for stock-levels throughout the supply chain are determined based on the above mentioned. These stock-levels are compared with the actual stock-levels in the different elements of the supply chain to establish the savings/investments in stocks to reach the service-level targets.

Supply chain management

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 Determining the optimal supply chain per:  Article(-group)

Optimizing the currently used supply chain(s) for article(-group)s by calculation and simulation to give insight in and/or to lower supply chain costs Simulation of (future) supply chains in order to take strategic decisions:  which supply chain is the most optimal for which article(-group)?  which supply chain is the most optimal for returned goods/reclamations (SKU’s, empties, pallets)?  which supply chain is the most optimal for spare-parts?  can synergies be found in different (groups of) articles (from other divisions/companies)?

 Customer(-group)

Optimizing the currently used supply chain(s) for customer(-group)s by calculation and simulation to give insight in and/or to lower supply chain costs Simulation of (future) supply chains in order to take strategic decisions:  which supply chain is the most optimal for which (group of) customers?  can synergies be found in (groups of) customers from other divisions(/companies)?

 Production allocation

The articles produced will be divided over the different production-locations based on, among others:  The labour-costs at the production location versus the need for manual labour  The possibility of using the same (group of) raw materials (from the same suppliers)  The storage-capacity of raw materials at the production-location  The location of raw material suppliers in relation to the production locations  The technological possibilities on each of the production sites  The extension-possibilities of the production sites  The capacity of the ready-goods storage facilities  The customers/warehouses the articles need to be delivered to and the connected transportation

Supply chain management

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 Distribution network studies

Decision making on the design of the future distribution network by simulating various possible set-ups, with, for each option, insight in:  yearly operational costs for: warehousing, transport, inventory  the number of warehouses with their characteristics as footprint, sizing of the operation, SKU- portfolio, etc.  the number of manufacturing facilities with their characteristics as SKU-portfolio, sizing of the

• peration, etc.

 high-level investment estimates  impact on social costs, contract penalties  Impact and evaluation on lead-times and customer-service

 Stock allocation in the supply chain

Taking strategic decisions on optimizing stock costs in the distribution network(s) to determine:  which articles should be stored inside the distribution network of the company and which not (stocked versus non-stocked articles)  which SKU’s should be stored in which part of the distribution network  which stocks of which (group of) SKU’s should be kept in which part of the distribution network  whether (all) spare-parts should be stored  where, how and in which quantities to store spare-parts

 Profitability analysis per:  Article (group)

Calculating the actual profitability of article(-group)s by determining the real supply chain costs via Activity Based Costing. Advising on how to improve the profitability by lowering the supply chain costs.

 Customer (group)

Calculating the actual profitability of customer(-group)s by determining the real supply chain costs via Activity Based Costing. Advising on how to improve the profitability by lowering the supply chain costs.

Supply chain management

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 Sourcing study

Support companies, through calculations and modeling, in deciding:  wherefrom to source which (raw) material  wherefrom to source semi-products  which activities (production, assembly) will be performed in which location/country in the supply chain All calculations will be supported by calculations of the real supply chain costs connected with each of the

• ptions.

 Allocation of value-added logistics services

This can contain differnt types of decisions:

 Who adds the value?

Taking strategic decisions, where possible through calculation or modeling, about:  whether to add the value yourself or to buy the added value elsewhere  under which (future) conditions the company considers buying the added value elsewhere

 Where will which part of the value be added?

Taking strategic decisions, where possible through calculation or modeling, about:  which parts can be outsourced and which can certainly not be outsourced  which (logistic) requirements a partner should be able to fulfill  what growth-potential should the partner have (volume-wise as well as options-wise)  what technological possibilities should the partner have  what kind of storage-capacity needs to be reserved at the partner LOGI-SOLVE will use its tool LOGI-DECISION to support in taking these decisons where estimations, measurable and non-measurable variables need to be taken into the decision-making process.

Supply chain management

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 Production facility audit

An audit of the production facilities belonging to the company. Depending on the wishes of the company the following can be added:  suppliers who supply raw materials, semi-products and/or production materials to the company  production warehouse(s)  service-providers used by the company (3PL’s, VAL-providers, transportation companies, etc.) The audit focusses at the connections between the different parts of the production:  production planning and scheduling  stoppage times, production-run lengths, production allocation per production-line, etc.  flows of goods between the different parts of the production:  between raw-material storage and production  between different production-stages  between production and storage of Work-In-Progress (WIP)  between production and storage of ready-goods  stocks and storage of raw materials, WIP-stocks, production materials and spare-parts 

• rdering and delivery of raw-materials, WIP-stocks, production materials and spare-parts

 flows of information and data between the different parts of production (incl. storage)  maintenance- and cleaning-cycles and –planning  service-contracts The object is to increase the efficiency and/or lower the costs of the total production by improving the mentioned parts

 Reduction of waste and scraps (Lean Manufacturing)

Achieving cost savings using the Toyota-based technology: production processes are “mapped” (value stream mapping) in order to determine and eliminate (parts of) processes which do not add to the value of the produced product and to determine and eliminate waste, scraps, reworks, too big and/or unnecessary WIP-stocks, etc.

Production

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 Plot-plan design of production sites

Different alternative designs are prepared of the plot around a new and/or existing production-facility including:  A description of the alternative  Detailed drawings of the site (access roads, parkings, production, warehouses, manoeuvring areas, etc.)  Investments in:  Site infrastructure  Material handling equipment (forklift trucks, etc.)  Flow-charts of the site operations (transports per mode of transportation across the site)  LOGI-DECISION to also include other aspects into the decision-making process (e.g. bottle-necks, expandability, flexibility for possible and/or assumed (near future) changes in the site set-up, etc.)

 (Re)design of production facilities

(Re)designing (parts of) production facilities on new/existing plots/buildings including:  Detailed drawings of the site (access roads, parkings, production, warehouses, manoeuvring areas, etc.)  Detailed drawings of the production facility  Material flow charts with flow sizes to, from and in production  Detailed calculations of and storage-solution design for:  Raw materials awaiting production  WIP-stocks awaiting next production-steps  Production materials necessary for production  Spare-parts for production  Ready goods awaiting transport to the (production-)warehouse(s)  Investments in:  (adaptation of) the building  possible storage equipment for raw materials, WIP-stocks, production materials, spare-parts and ready goods  material handling equipment (forklift trucks, conveyors, etc.)  IT-equipment (scanners, terminals, RF-network, etc.)  Implementation plan  Transition plan

Production

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 Production planning and scheduling

Support in improving and optimizing the production planning and scheduling:  master production and maintenance planning based on rolling year-forecasts  periodical production planning based on periodical forecasts  detailed production planning taking into account:  production line capacities  production run lengths taking into account stock policies and product characteristics  change-over times  measured stoppage times  technological possibilities of the different production lines  maintenance and cleaning-cycles  necessary flexibility and emergency scenarios  resource planning (manufacturing, warehousing, internal transport, etc.) LOGI-SOLVE also builds models for production planning and scheduling.

 Determining CODP (Customer Order Decoupling Point)

Reducing stock-costs, reducing the SKU-portfolio and/or reducing the number of stocked SKU’s by identifying points in manufacturing:  to which manufacturing can be done based on the most optimal manufacturing properties  from which articles are manufactured based on customer orders

 Stock-levels before, during and after production

With the use of Slim4 the stock-levels and stock-costs are analyzed:  stocks of raw materials  WIP-stocks  stocks of spare-parts and production materials  stocks of ready goods in production This to determine the necessary buffer-stocks, the reordering levels, Minimum Order Quantities (MOQ), etc. and to establish what stocks should be held at which point of the production process

Production

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 Optimization of:  Flows to, from and in production

Achieving cost savings through:  optimizing transport-cycles  optimizing transport between the different production-steps/-parts  improving preparation of deliveries in the warehouse(s)  determine the optimal storage-locations for raw materials, WIP-stocks, production materials, spare-parts and ready goods  determining optimal batch-sizes and temporary storage for delivery to production  identifying and resolving bottle-necks in flows to, from and in production

 Stoppage times

Achieving cost savings through:  identifying and resolving bottlenecks in production  analyzing stoppage times  (preventive) maintenance and cleaning programs  optimizing production planning scenario’s  determining optimal production-run lengths  reducing change-over times

 Production-run lengths

Achieving cost savings through:  analyzing production data  analyzing production-run lengths versus stock-policies and product characteristics  calculation of the impact of changing the production-run length on production costs and stock costs  determining different production planning scenario’s with resulting stock-levels and production costs  identifying and resolving bottle-necks in production planning and scheduling

Production

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 Optimization of:  Product-allocation per production-line

To improve the efficiency of production:  analyze which articles can be produced on which production-line(s)  determine the necessary change-over times between all articles produced on the same line  determine additional variables which influence the decision of what to produce on which production-line  determine the stoppage time of each article on each production-line  calculate the ideal set-up of the produced articles over the different production-lines  calculate possible necessary investments  make a Gap-analysis between current and desired situation  Implementation plan and transition plan

 Trainings/workshops

Preparing and providing tailor-made trainings and workshops to:  ensure the given support in the above mentioned areas is securely embedded in the organization  improve the organizational, managerial and planning skills of employees  reduce the need for support from consultancy companies

Production

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 Warehouse facility audit

An audit of the warehouse facility/facilities from which articles of the company are being shipped. This can be both owned as rented facilities (used by the hired 3PL). The following will be looked at in very much detail, also for returns and reclamations:  Sales and their wishes towards the warehouse facility (can include contact with customers)  Purchasing and the possibilities and flexibility to adapt and/or adjust  The IT-system managing warehouse operations and the adaptability of this system  All warehouse processes (deliveries, goods receiving, transport, storage, order-picking, packing, shipping, replenishment, VAL-activities, etc.)  Other parts/processes which the customer wants to include The object is to increase the efficiency and/or lower the costs of the total supply chain by making adjustments in the warehouse facility/facilities. The report, therefore, will contain recommendations ranging from strategic changes to highly practical changes which can be implemente immediately, categorized in:  IT-issues  Procedure related issues  Lay-out issues  Process related issues  Management issues

 High-level warehousing solutions comparison

Different warehousing designs are prepared for companies to take strategic decisions concerning necessary investments in the (future) warehousing solution The (high-level) alternatives are compared on:  investments needed 

• perational costs

 FTE’s needed  productivity  available pallet places  non-quantifiable properties (flexibility, working conditions, quality of the output, etc.)

Warehousing

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 Plot-plan design of warehousing sites

Different alternative designs are prepared of the plot around a new and/or existing warehousing facility, including:  A description of the alternative  Detailed drawings of the site (access roads, parkings, production, warehouses, manoeuvring areas, etc.)  Investments in:  Site infrastructure  Material handling equipment (forklift trucks, etc.)  Flow-charts of the site operations (transports per mode of transportation across the site)  LOGI-DECISION to also include other aspects into the decision-making process (e.g. bottle-necks, expandability, flexibility for possible and/or assumed (near future) changes in the site set-up, etc.) The design is also made for the development of and/or investments in logistics and business parks

 Detailed design of warehousing facilities

Detailed design of warehousing facilities including:  detailed drawings of the warehouse and surrounding plot/areas  necessary total investments estimate  detailed investment estimate for:  storage equipment (racking, automatic storage systems, etc.)  material handling equipment (fork-lift trucks, order-picking trucks, conveyors, etc.)  IT-equipment (scanners, terminals, RF-network, etc.)  specified operational costs  detailed headcount requirements (number of FTE’s per kind of work and/or department)  specifications/requirements for purchasing/leasing:  material handling equipment  storage equipment  description of working methods / processes  material flow charts with flow sizes to, from and in the warehouse  expansion possibilities and/or detailing of expansion plans

Warehousing

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 Redesign of existing warehousing facilities

Detailed design of warehousing facilities including:  determining and resolving bottle-necks in warehouse processes  detailed drawings of the new lay-out, the total warehouse and surrounding plot/areas  necessary total investments estimate  detailed investment estimate for:  storage equipment (racking, automatic storage systems, etc.)  material handling equipment (fork-lift trucks, order-picking trucks, conveyors, etc.)  IT-equipment (scanners, terminals, RF-network, etc.)  specified operational costs  detailed headcount requirements (number of FTE’s per kind of work and/or department)  specifications/requirements for purchasing/leasing:  material handling equipment  storage equipment  description of working methods / processes  material flow charts with flow sizes to, from and in the warehouse  detailed implementation and transition plan

 Stock-level management and forecasting

The current stock-levels are analyzed taking into account the desired service-level , supplier reliability, Minimum Order Quantities (MOQ’s), delivery times, lead times, storage costs, stock costs, handling costs, etc. The analysis is made with the use of the stock-management and forecasting tool Slim4. The results of the analysis are used to:  realize the desired service-level  improve the forecasts made  formulate stock-policies based on the desired service-level, storage-, stock- and handling costs  lower the out-of-stock moments, stock-costs and handling costs  determine the right delivery time, lead time and MOQ’s on supplier level  take decisions on whether an article should be a stocked or a non-stocked article

Warehousing

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 Optimizing:  Processes in warehouses

Analysis of processes in order to optimize:  outbound flows in terms of quantity and quality  inbound flows in terms of quantity and quality  reliability of stock-levels  Value Added Logistics (VAL) processes  order-picking processes  replenishment processes  returned goods flows and processing

 Management of flows to, from and in warehouses

Managing and optimizing flows by calculation and simulation to:  improve planning of personnel, fork-lift trucks, equipment, etc.  have more efficient and effective warehouse operations  lower personnel costs  improve the quality and quantity of both in- and outgoing flows  determine the necessity of possible investments

 Stock quality in warehouses

The stock quality wil be analyzed using the tool Cycle Count Pro. The results from this analysis will be used to determine:  whether the stock-reliability is in line with the company expectations  what processess are necessary to implement and/or improve to ensure a higher stock-reliability  whether the stock-reliability is related to a supplier, an article-group, a type of article, etc.  whether implemented improvements have the effect the company aimed for The tool Cycle Count Pro can also be used to improve the stock-reliability in such a way that the yearly stock-take is no longer necessary.

Warehousing

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 Optimizing:  Storage methods per article(-group)

Determine, calculate, simulate or model the most optimal storage method for all stored SKU’s or for separate (groups of) articles to:  improve picking quality, efficiency and effectiveness  improve replenishment processes  save space and/or use it more effectively  save on personnel costs  improve the security of the articles

 Describing processes and procedures

After (re)designing processes and procedures they need to be formalized to ensure:  they form an integral part of the (administrative) organization  the company can get or maintain internationally acknowledged standards  the (internal) organization can be audited  set standards can easily be kept  new employees are integrated easier and faster  appraising the performance of employees is much easier

 Trainings/workshops

Preparing and providing tailor-made trainings and workshops to:  ensure the given support in the above mentioned areas is securely embedded in the organization  improve the organizational, managerial and planning skills of employees  reduce the need for support from consultancy companies

Warehousing

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 Implementation of Slim4

Slim4, the stock-management and forecasting tool of Slimstock, is fully implemented by LOGI-SOLVE. LOGI-SOLVE is the official distributor of Slim4 and provides all necessary support. Slim4 calculates the most optimal stock-level per each individual article in each part of the distribution network based on a predefined service-level decided upon by the management of the company. The service-level can be determined for (groups of) articles and/or for (groups of) customers and/or for parts

• f the distribution network.

Order-proposals are generated based on calculated forecasts, taking into account:  Seasonal patterns which have been calculated by Slim4 or set manually  Promotions  Trends in sales of each individual article, calculated by Slim4 or set manually on article-(group) level A presentation of Slim4 can be downloaded from the website www.logi-solve.com

 Functional descriptions of processes

In order to find the most suitable IT-solution (WMS, MRP, ERP, but also warehouse automation such as automatic warehouses, conveyors, etc.) to support the (near) future plans of companies, functional descriptions of processes are written. Functional descriptions can be written in English, Polish and/or Dutch and will contain:  a general description of the process, why it is necessary and its place in the total organization  drawings in Visio showing each process-step of each (part of a) process  short descriptions of each process-step for a clear understanding  descriptions of all variables which are necessary to give the company the flexibility it needs  descriptions of possible values of variables  a description on how to deal with exceptions  a description on what to do when problems occur during the execution of the process

Automation

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 Determining IT-solutions

Support companies in finding IT-solutions generally has two (2) possible approaches:  Find the most suitable IT-solution for a company, based on:  the (future) necessary functionalities  the budget of the company  the necessity of compatibility with other used software (ERP, financial systems, WMS, etc.)  Determine to which extent the preferred solution (based on the already operative ERP-system, preferences of the company, etc.) supports the (future) necessary functionalities to:  justify the investment  determine the necessary tailor-made options and/or adjustments

 Tailor made models for supporting internal processes

Modeling specific (parts of) processes to:  improve planning and scheduling of manufacturing, flows, employees, trucks, etc.  enhance the possibility of managing these (parts of) processes  give more insight in these (parts of) processes

 Determining types of warehouse automation

Support companies in finding the most suitable form of warehouse automation for a company, considering:  the (future) necessary functionalities  the budget of the company  the necessity of compatibility with other used IT-systems (ERP, MRP, WMS, etc.)  payback period of the investment 

• perational costs before and after the investment in automation

 non-quantifiable properties (flexibility, working conditions, quality of the output, etc.)

Automation

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 Tendering process

Tendering processes, in it’s most extensive form, generally consist of the following steps/phases:  Make a long-list of acceptable partners (suppliers/Logistic Service Providers (LSP’s)/contractors)  Request for information (RFI)  Decide on the shortlist  Request for quotation (RFQ)  Bidding process / demonstration  Select preferred contracting partner  Letter of intent  Operational verification  Service Level Agreement (SLA)  Draw up a contract NOTE: Often a tender starts with the RFQ-phase because of a limited number of (acceptable) partners The number of phases actually used in tendering processes strongly depends on:  what is acquired Acquiring services from a Logistics Service Provider usually consist of more phases than buying racking for a warehouse  the number of choices possible If choices in the market are limited or market parties are only acceptable for a company under certain conditions, the number of phases will be different  the choices acceptable for the company Because of already existing operations, the choices in tendering processes can be limited: it has to be compatible with the existing ERP-system, there is already a conveyor-system, etc.  the reason for having the tender Tendering only for checking if the offer of the existing contracting partner is still in accordance with market prices, tendering when the choice for another contracting partner than the already chosen one is only considered under certain conditions, etc.

Tendering

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 Tendering phases

 Make a long-list of acceptable partners (suppliers/LSP/contractors) From the (international) marketplace a long-list of acceptable contracting partners is made up  Request for information (RFI) The criteria for choosing a company for the short-list and it’s (relative) importance are decided upon by the company In the RFI-phase the possible contracting partners receive:  general information about the tender  general information about the company the tender is for (can be anonymous)  planning of the tendering phases  high-level planning of implementation  questions about their abilities  questions about experiences/references they have  high-level questions about their (financial) structure and financial situation  a request for a preliminary quotation  Decide on the shortlist  complete questionnaires and verify answers  make answers comparable  decide on the short-list (using LOGI-DECISION)  Request for quotation (RFQ) In the RFQ-phase the possible contracting partners from the short-list receive:  more detailed information about the tender  more detailed information about the company the tender is for (can still be anonymous)  detailed implementation planning  detailed information on minimum required performances  (a breakdown of the tender into parts with) detailed requests for quotations  detailed questions about “to-be-rendered” services, operational quality and experience, IT- systems in use, implementation, resources, reporting, financial status, references, contract- management, etc.

Tendering

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 Tendering phases

 Bidding process/demonstration  complete questionnaires/quotations and verify answers  make answers comparable  improve offers both in price as in quality  negotiate prices  organize a demonstration (software)  Select preferred contracting partner Decide on the preferred contracting partner (using LOGI-DECISION)  Letter of intent Sign a letter of intent with the preferred partner in order to have insight in each others operations and, if necessary, financial accounting. This phase is usually only used when the tendering process is for acquiring services (like from an LSP)  Operational verification When the tendering process is for acquiring services, this phase is used to see if the preferred partner is able to deliver what has been promised:  the preferred partner allows the company to look into (details of his) operations  testing and simulation of processes  Service Level Agreement (SLA) The SLA describes in detail all acquired services together with agreed on key performance indicators, reporting, possible penalties and/or bonuses, etc.  Draw up a contract The contract covers all other terms such as payment, discontinuation terms, etc.

Tendering

Robert Glozak glozak@logi-solve.com Mob: +48 – 604 970 012 Rob Hasert hasert@logi-solve.com Mob: +48 – 698 097 664 Office:

Marszałkowska 45-49 lok.39 00 – 648 Warszawa +48 – 22 844 2470 Tel +31 – 84 711 4004 Fax

www.logi-solve.com